SRI KRISHNA COLLEGE OF ENGINEERING

AND TECHNOLOGY

DEPARTMENT OF MECHANICAL ENGINEERING

18ME001 - INDUSTRIAL SAFETY

MODULE 2

SAFETY MANAGEMENT and

ACCIDENT INVESTIGATION AND REPORTING

Content: Historical Perspective and Overview

 Safety Movement
• Has developed steadily since the early 1900’s.

• Industrial accidents were commonplace in this country.

• In 1907 over 3,200 people were killed in mining accidents.

 Safety Movement
• Legislation, precedent, and public opinion all
favored management.
• Few protections for workers’ safety.
• Today working conditions have improved.
• The current death rate from work-related
injuries is less than a third of the rate 50 years
ago.
 Before the Industrial Revolution
• Safety & health laws begins in the days of the
ancient Babylonians, circa 2000 BC.
• The code of Hammurabi.
• Contained clauses dealing with injuries,
allowable fees for physicians, and monetary
damages assessed against those who injured
others.
 Before the Industrial Revolution
• The movement continued with the Egyptian
civilization.
• Rameses II (circa 1500 BC), undertook a major
construction project.
• To be successful, Rameses created an
industrial medical service to care for workers.
 Before the Industrial Revolution
• They were required to bathe daily in the Nile,
and were given regular medical examinations.
• Sick workers were isolated.
• The Romans were also concerned with safety
& health.
• They built aqueducts, sewerage systems,
public bathes, latrines, and well-ventilated
houses.
 Milestones in the Safety Movement
• 1867 Massachusetts introduces factory
inspections.
• 1868 patent is awarded for the first barrier
safeguard.
• 1869 Pennsylvania passes law requiring two
exists from all mines, and the Bureau of labor
Statistics is formed.
 Milestones in the Safety Movement
• 1877 Massachusetts passes a law requiring
safeguards on hazardous machines, and the
Employer’s liability law is passed.
• 1892 First recorded safety program is
established.
• 1900 Fredrick Taylor conducts first systematic
studies of efficiency in manufacturing.
 Milestones in the Safety Movement
• 1907 Bureau of Mines is created by U.S.
Department of the Interior.
• 1908 Concept of workers compensation is
introduced in the United States.
• 1911 Wisconsin passes the first effective
workers’ compensation law in the United
States.
 Milestones in the Safety Movement
• 1911 New Jersey becomes the first state to
uphold a workers compensation law.
• 1912 First Cooperative Safety Congress meets
in Milwaukee.
• 1913 National Council of Industrial Safety is
formed.
• 1915 NCIS changes its name to National Safety
Council.
 Milestones in the Safety Movement
• 1916 Concept of negligent manufacture is
established (product liability).
• 1936 National Silicosis Conference convened
by the U.S. secretary of Labor.
• 1970 Occupational Safety and Health Act
passes.
• 1977 Federal Mine Safety Act passes.
 Milestones in the Safety Movement
• 1986 Superfund Amendments &
Reauthorization Act passes.
• 1990 Amended Clean Air Act of 1970 passes.
• 1996 Total safety management (TSM) concept
is introduced.
 Milestones in the Safety Movement
• 2000 U.S. firms begin to pursue ISO 14000
registration for environmental safety
management.
• 2003 Workplace terrorism is an ongoing
concern of safety & health professionals.
• 2007 Safety of older people reentering the
workplace becomes an issue.
 Tragedies and Change

• Safety and health tragedies in the workplace

have greatly accelerated the pace of the
safety movement in the U.S.
• Three of the most significant were the Hawk’s
nest, asbestos, and Bhopal tragedies.
 Hawk’s Nest Tragedy
• The Great Depression was indirectly
responsible for the attention given to an
occupational disease that came to be known
as silicosis.
• This was a disease that caused lung damage
from breathing silica.
• Showed up on pre-employment physicals
resulting from people changing jobs.
 Hawk’s Nest Tragedy
• A company was given a contract to drill a
passageway through a mountain in West
Virginia.
• Workers spent as many as 10 hours a day
breathing the dust created by the drilling and
blasting.
• This mountain had an unusually high silica
content.
 Hawk’s Nest Tragedy
• Silicosis is a disease that normally takes 10 to
30 years to show up in exposed workers.
• At Hawk’s Nest, workers were dying in as little
time as a year.
• By the time the project was completed,
hundreds had died.
 Asbestos Menace
• Once considered a miracle fiber.
• In 1964, at a conference it was revealed that
this material was killing workers.
• Was first linked to lung cancer and respiratory
diseases.
• Was one of the most widely used materials in
the U.S.
 Asbestos Menace
• Found in homes, schools, offices, factories,
ships and even in the filters of cigarettes.
• In the 1970’s and 1980’s, asbestos became a
controlled material.
 Bhopal Tragedy
• 1984 Union Carbide Chemical plant in Bhopal,
India suffered a major plant failure.
• Over 40 tons of methyl isocyanate leaked out
and killed more than 3,000 people.
• As many as 50,000 additional people were
exposed to the poisonous gas
 Bhopal Tragedy
• The company was accused of criminal
negligence, corporate prejudice, and
avoidance.
• Provided incentive for the passage of stricter
safety legislation worldwide.
• In the U.S. led to the passage of the
Emergency Planning & Community Right-to-
Know Act (EPCRA)-1986
 Role of Organized Labor
• Worked to overturn anti-labor laws relating to
the safety in the workplace.
• The fellow servant rule - held that employers
were not liable for workplace injures that
resulted from the negligence of other
employees.
 Role of Organized Labor
• Contributory negligence - if the actions of
employees contributed to their own injures,
the employer was absolved of any liability.
• Assumption of risk - theory that people who
accept a job assume the risks that go with it.
 Accident Prevention Programs
• There are many different types of accident
prevention programs - simple to complex.
• Widely used accident prevention techniques
include failure minimization, fail-safe designs,
isolation, lockouts, screening, personal
protective equipment, redundancy, and timed
replacements.
 Accident Prevention Programs
• In the 1800’s employers had little concern for
the safety of workers.
• Between WW I and WW II, industry
discovered the connection between quality
and safety.
• During WW II there were severe labor
shortages.
 Accident Prevention Programs
• Employers could not afford to lose workers to
accidents.
• This realization created a greater openness
towards increasing worker safety.
• Improved engineering could prevent
accidents.
• Employees were willing to learn and accept
safety rules.
 Accident Prevention Programs
• Safety rules could be established and
enforced.
• Financial savings from safety improvement
could be reaped by savings in compensation
and medical bills,
• Early safety programs were based on the
three E’s of safety - engineering, education,
and enforcement.
GENERAL CONCEPTS OF
SAFETY MANAGEMENT
 GENERAL CONCEPTS OF SAFETY
MANAGEMENT

 Management is keenly aware of the costs of accidents, as are the

victims of the accidents.

 The great problem to be solved is to get the individual worker at the

points of operations to realize his personal responsibility.

 The management also has to play an important role in the design of

the system in such a manner that it is not prone to accidents.

 The plant layout and the machines as well as the tools should be

designed with accident prevention criterion in mind

 GENERAL PRINCIPLES OF PLANT LAYOUT
1. Need to keep minimum distances for transfer of materials between plant/storage
units to reduce cost and risks – CEMENT MANUFACTURING INDUSTIES
2. The geographical limitations of the site - QUARIES
3. Interaction with existing or planned facilities on site such as existing roadways,
drainage and utilities routings – DYING UNITS IN TIRUPUR
4. Interaction with other plant on site – INTER-RELATION
5. The need to locate hazardous materials facilities as far as possible form the site
boundaries and people living in the local neighbouthood – CHEMICAL or OIL
INDUSTRIES
6. The need to plant operability and maintability – WATER PLANTS
7. The need to provide access for emergency services
8. The need to provide emergency escape routes for on-site personnel – MINING
or OIL EXPLORATION INDUSTRIES
 Evolution of Safety thinking

TODAY
HUMAN FACTORS

1950s 1970s 1990s 2000s

A Concept of accident causation

Latent conditions trajectory

 Performance-based safety

Organizational processes

 Policy-making
Workplace  Planning Latent
conditions  Communication conditions
 Allocation of
resources
Active  Supervision
Defences
failures  …..
Activities over which any organization has a
reasonable degree of direct control
 Understanding violations

olog
y Accident
High hn
Tec aining ns
Tr ulatio Incident
Reg System’s
production
objective(s)

Exceptional violation space

Risk

Violation space
Low
Minimum System output Maximum
Effective safety reporting – Five basic traits
Information Flexibility
People are knowledgeable about the human, technical and People can adapt reporting
when facing unusual
organizational factors that determine the safety of the system circumstances, shifting from
as a whole. the established mode to a
direct mode thus allowing
Willingness information to quickly reach
the appropriate decision-
People are willing to Effective safety making level.
report their errors and reporting
experiences. Learning
People have the competence
to draw conclusions from
Accountability safety information systems
People are encouraged (and rewarded) for providing essential and the will to implement
safety-related information. However, there is a clear line that major reforms.
differentiates between acceptable and unacceptable behaviour.
 Safety investigation
• For “funereal” purposes
– To put losses behind
– To reassert trust and faith in the system
– To resume normal activities
– To fulfill political purposes
• For improved system reliability
– To learn about system vulnerability
– To develop strategies for change
– To prioritize investment of resources
 A balanced perspective
 …The pilot-in-command must bear responsibility for the decision
to land and take-off in Dryden… However, it is equally clear that
the air transportation system failed him by allowing him to be
placed in a situation where he did not have all the necessary
tools that should have supported him in making the proper
decision …
 GOOD HOUSEKEEPING
FOR ENHANCING PRODUCTIVITY, QUALITY,
AND SAFETY AT THE WORKPLACE

PRESENTED BY : Dr. Eng.

Ansarullah Lawi
 PURPOSE
Meaning & Why 5S?

• 5 S is a system to reduce waste and optimize productivity through

maintaining an orderly workplace and using visual cues to achieve
more consistent operational results.
• The practice of 5S aims to embed the values, of organization, neatness,
cleaning, standardization and discipline into the workplace basically in
its existing configuration, and it is typically the first lean method
implemented by firms
• Toyota used 5S as starting point of combining autonomous (operator-
owner) and inventory optimization to achieve highest quality, cost, &
delivery
JAPANESE INDONESIAN ENGLISH

5S 5R 5S 5P 5K 5S

1S Seiri Ringkas Sortir Sisih Pemilahan Ketertiban Sort

2S Seiton Rapi Susun Susun Penataan Kerapihan Set in Order

3S Seiso Resik Sapu Sasap Pembersihan Kebersihan Shine

4S Seiketsu Rawat Standarisasi Sosoh Penjagaan Kelestarian Standardize

5S Shitsuke Rajin Swa-disiplin Suluh Penyadaran Kedisiplinan Sustain

SORT: EXAMPLE
SORT References that can be Used
 SUMMARY
Recapping Key Points

5S is:
Standard Work to organize the workplace,
Process that identifies and eliminates waste,
The foundation for process stability,
A critical key to building a successful continuous improvement environment,
Is not a one-time event - it is a discipline.

•Integrate 5S into the improvement plans (proactive approach)

•Apply 5S “narrow and deep” – select a small area where you can apply all
•5 steps before moving to the next area
•See 5S through to completion; otherwise it will unravel over time.
 Implement the Process

1. Establish a Red Tag area

2. Establish baseline with 5S Score Sheet
3. Determine resources needed
4. 5S entire project area
5. Evaluate area using the 5S Score Sheet
6. Conduct root cause analysis / establish countermeasures
/ fail proofing
7. Repeat steps 4-6 to improve score
8. Post evaluation on metric board
9. Determine audit cycle
10. Update facility layout
LINE STAFF FUNCTIONS FOR SAFETY
LINE AND STAFF…
deals with the authority relationships

i.e the problems of line and staff

what is power, responsibility and authority?

what are authority relationships?

AUTHORITY AND
POWER
 POWER:-
Power is the ability or potentials of a person to influence
another person or a group to perform an act.

1. Referent Power
2. Legitimate Power
3. Expert Power
4. Coercive Power
5. Reward Power
AUTHORITY AND
POWER
A uthor :
iItt yis the formal- right given to a to command or to
manager
give orders to perform a certain task.
Authority is given to a manager to achieve the objectives of
the organization.

It is a right to get the things done through others.

It is a right to take decisions.

IT IS POWER, BUT IN AN ORGANISATIONAL SETTING
LINE AND
STAFF
Line functions are those which have direct responsibility
for accomplishing the objectives of the enterprise.

Staff refers to those elements of the organization that

help the line to work most effectively in
accomplishing
the primary objectives of an enterprise.
STAFF
…
Staff relationship is advisory.

The function of people in staff position is to investigate ,

research and give advice to line managers to whom

they report.
LINE AND
STAFF…
Line and staff are distinguished by their authority
relationships and not what they do
E.G. The pr dept is purely staff..

But within the dept there will be line and staff relationships
LINE AND
STAFF..
Staff functions :-

purchase, accounting, personnel, & quality control.

Line functions:-

production, marketing & sales, finance.

CONFUSION? ? ? ?
FUNCTIONAL AUTHORITY
Itis the power which an individual or department may
have
delegated to it over specified processes , practices,
policies , or other matters relating to activities
undertaken by personnel in departments other than its
own.
BENEFITS OF
STAFF:
1. Their advice is critical as they have specialised knowledge
in their areas
2. The advice could be critical in solving a problem
LIMITATIONS OF
STAFF:
Danger of undermining line authority

Lack of responsibility

Thinking in a vacuum

Managerial problems
MAKING STAFF WORK
EFFECTIVELY:
Understanding authority relationships

Make line listen to staff

Keep staff informed

COMPLETED STAFF WORK - i.e. ADVICE NOT

CONTROL